Lynn Good Quotes

We get talent and scale from mergers.

Companies buy customers when they cannot win new business on their own. They merge when their executives do not have a better idea of what to do.

I was very clear why we put these companies together and what our goals were. It was really to allow both Sears and Kmart to compete in what I thought was going to be a more challenging but evolving industry.

By 2002, I realized that what was classically called a rollup strategy was not generally effective, at least not for me.

We continue to see acquisitions as an opportunity area for us. It's one of the tools that we use to grow.

Goodrich is a perfect addition to our Hamilton Sundstrand business. And with a strong portfolio of complementary products, Goodrich also brought great leadership balance, great opportunities to provide more integrated systems.

Typical mergers happen when there are two competitors coming together, and they reduce overhead.

Travelex has grown into a global business in just 25 years. The acquisition of Thomas Cook's Global & Financial Services has created a business that would have had a combined turnover of U.S. $28.4 billion in 2000.

It's better to take over and build upon an existing business than to start a new one.

One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.

Towards the end of 2005, Ineos acquired Innovene, the petrochemicals arm of BP, for $9 billion. It quadrupled the size of Ineos overnight and brought with it some of the world's largest industrial sites.

I'm building a large company.

There could be no better time to fully integrate Infinity with Viacom's tremendous portfolio of assets. Infinity is performing at record levels and continues to generate a tremendous amount of free cash flow that will now fully benefit Viacom.

I hope to buy brands and businesses globally.

I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.

Combining their operating business will make Volkswagen and Porsche even stronger - both financially and strategically - going forward.

I think a lot can be said for consolidation, but I think it should be done for the right reasons.

Speed is the No. 1 thing. Our core competency has been doing exactly this: buying companies and integrating them quickly.

Yahoo would benefit from going private or becoming part of a larger corporation.

In pharma, we continuously look for acquisitions... if it makes strategic sense and if there is any value.

I don't think LVMH will want to significantly change the strategy of Loro Piana, and I don't think that they would have bought it otherwise.

Success in M&As comes with executing with vigour along with the obvious right choices that you got to make.

The formation of the News America Publishing Group will lead to greater editorial excitement, new business opportunities and greater efficiencies and coordination.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

Mergers generate substantial synergies.